jessica urbanik coughlin
DESCRIPTION
TRANSCRIPT
Six Sigma at Savannah River Site:A Black Belt’s Perspective
Jessica Urbanik CoughlinWashington Savannah River Co., Inc.
North American Young Generation in NuclearSix Sigma: Sizing Up the Industry
May 17, 2006The Fairmont, San Francisco, CA
Six Sigma at Savannah River Site
Topics
• Snapshot: Savannah River Site at 50+ Years
• Six Sigma Deployment at SRS: Saving Your $$$
• Living La Vida Sigma: Career Development through Black
Belt Assignment
Six Sigma at Savannah River Site
SRS at a Glance
Future: Stabilization, storage, and preparation for final disposition of nuclear materials; Legacy clean-up; Alternative fuel research; MOX
Past: Nuclear material production critical to developing and maintaining a strong nuclear deterrent
Present: DOE oversight of WSRC-led team of contractors; 9,100 employees; 1 National Lab
Six Sigma at Savannah River Site
SRS: Doing More with Less
At SRS, there is no better time to use Six Sigma:• Increasing Customer Expectations• Less Money, Less People• Increased Scope
Examples of Six Sigma Success:• Reduce Sampling Costs - $16M• Shut-down Cold War-era facilities ahead of schedule, $8M• Increase rate of shipping waste off-site, $2M + increased customer (DOE & public) satisfaction
Six Sigma at Savannah River Site
Deployment Strategy: Driven from Top
WSRC PresidentExecutive Sponsor
Business Unit Director
Business Unit Director
Business Unit Director
Business Unit Director
Dept/Proj Mgrs
PIP Champions
Program Coord.
Dept/Proj Mgrs
PIP Champions
Dept/Proj Mgrs
PIP Champions
Dept/Proj Mgrs
PIP Champions
Legend:
•Deployment Champions = Core Team
•Project & Dept Mgrs
•PIP Champions
•Program Support Staff
MasterMasterBlack BeltBlack Belt
Sr. ManagerSr. ManagerWSRC Site Deployment WSRC Site Deployment
ChampionChampion
Prgm Asst.Prgm Asst.
MasterMasterYellow BeltYellow Belt
Black BeltBlack Belt
SIX SIGMA RESPONSIBILITIES
• Provide executive direction and guidance.Provide executive direction and guidance.
• Provide leadership for strategic application of Six Provide leadership for strategic application of Six SigmaSigma
• Core Team ChairpersonCore Team Chairperson• Black Belt selection , compensation, and reintegrationBlack Belt selection , compensation, and reintegration• Manage Six Sigma BudgetManage Six Sigma Budget• Support corporate implementation initiativesSupport corporate implementation initiatives• Site communication of achievementsSite communication of achievements
• Manage all aspects of Six Sigma within B.U. Manage all aspects of Six Sigma within B.U. • Core Team memberCore Team member• Provide strategic recommendations, business plan, Provide strategic recommendations, business plan,
and communicate successes.and communicate successes.
• Lead Six Sigma within each Department / Project.Lead Six Sigma within each Department / Project.• Establish performance expectations and Establish performance expectations and
accountabilities.accountabilities.
• Initiate strategic business cases and PIP objectives Initiate strategic business cases and PIP objectives and support Black Belt and Yellow Belt Projects.and support Black Belt and Yellow Belt Projects.
• Establish performance expectations and Establish performance expectations and accountabilities.accountabilities.
• MBB, MYB, BB, & Program AdministrationMBB, MYB, BB, & Program Administration
Six Sigma at Savannah River Site
Deployment Timeline: 2000 to Present
$$$$2000
Six SigmaInitiated
Black BeltPIPs
2001 2002 2004
DeploymentChampions
Trained
Yellow BeltProjects
Design forSix Sigma
“We Fix What’s Broken”
“We EvaluateProcesses forImprovement”
“We Design forSix Sigma”
Yellow BeltsTrained
DevelopmentChampions
Trained
2003 2005 2006
“We UseSix Sigma Every Day”
Integrate Six Sigma into Work
Processes
Black Belts
Trained by Bechtel
Six Sigma at Savannah River Site
Black Belt Deployment 2001-Present
Black Belt Resources
02468
101214
Apr
-01
Oct
-01
Apr
-02
Oct
-02
Apr
-03
Oct
-03
Apr
-04
Oct
-04
Apr
-05
Oct
-05
Apr
-06
Oct
-06
Date
Co
un
t
Master BB &CandidatesBB - Certified
BB -Candidates
BB:5 week training +
7 month certification
Six Sigma at Savannah River Site
Champion & Yellow Belt Deployment
Six Sigma Engagement of Active SRS Resources
FY06 April 30, 2006
0
100
200
300
Resource Type
Cou
nt
# StatusActive
39 138 251
# WorkingProj
28 88 182
Deployment Champ
PIP Champ Yellow Belt
Employee Development via
Six Sigma:
Champions: 2 day training + 3month
certification
YB: 5 day training + 3 month certification
Six Sigma at Savannah River Site
Savings To Date ($K)
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
Grand Total Black BeltLed PIPs
Yellow BeltLed PIPs
Savings Breakdown ($K)
ProductivityImprovements ($K)
Hard Savings ($K)
$325M$325M
56% Hard Savings56% Hard Savings44% Productivity44% Productivity
53% BB53% BB47% YB47% YB
Potential Growth &Potential Growth & Future Value to WSRC?Future Value to WSRC?
Six Sigma at Savannah River Site
Six Sigma Career Makeover: Before BB
3.5 yrs with WSRCComfortable in Analytical Labs
Some technical challengesNo management mentor
No clear career path (management vs. technical?)
PersonalPersonal COMFORT ZONECOMFORT ZONE
•Chemist (M.S.)•3.5 yrs with WSRC
•Comfortable in Analytical Labs•Some technical challenges•No management mentor
•No clear career path (management vs. technical?)
Six Sigma at Savannah River Site
To Be a Black Belt: What’s In It For Me?
Enjoy multi-tasking Enjoy analyzing data Want to work for an org that uses objective
evidence, not “Tribal Knowledge”, to make decisions Program rewards success
Received management support and backingSelected as Black Belt Candidate 2004Scheduled to Reintegrate in 2007
YES!YES!
Six Sigma at Savannah River Site
Black Belt – Employee Development Model
CandidateCandidate•Hi Potential
•Hi Performer•Career Goals Aligned with Assignment
SELECTIONSELECTION
REINTEGRATIONREINTEGRATION
PerformancePerformanceManagementManagement
Black Belt Black Belt Effective-Effective-
nessness
Active BBActive BB•PIP Production•Career Track Development
•Mentor BBC/YB
ReintegratedReintegrated•Aligned
Leadership Expectations
•Clear Goals & Objectives
FunctionalManagement:Engagement
Deployment Champion:Define and
Communicate Expectations
Deployment Champion:
Ensure Leadership Role
FunctionalMgmt:
Acceptance
Both:End-in-Mind
FunctionalMgmt:
Career Track Development
Deployment Champion:Business &
Performance Goals Alignment
Both:Communicate Expectations
Potential Growth &Potential Growth & Future Value to WSRC?Future Value to WSRC?
Six Sigma at Savannah River Site
Six Sigma Career Makeover: After BB
5 yrs with WSRCLearning the Entire Business
Variety of challenges each dayYes management mentor
Developing clear career path (Project Management)
PersonalPersonal COMFORT ZONECOMFORT ZONE
•5 yrs with WSRC•Learning the Entire Business
•Enhancing Soft Skills•Solve challenging problems daily
•Sr. Management Mentor •Developing clear career path
(Project Management)
Six Sigma at Savannah River Site
BB Performance to Date:
Personal Performance Measures:“Banked $900K for FY06; Forecast $1.6M Completed 4 PIPs; 3 More >75% complete
Personal Development:Enjoy Facilitating Teams, not just working with dataLeaving comfort zone to “cold call” for assistanceMentoring BB candidateDesign for Six Sigma subject matter expertHave senior management mentor: align reintegration plan with career objectives
Six Sigma at Savannah River Site
Summary
Six Sigma is for SRS:
Helps Us Do More with LessExpectations Set by Senior Management Develops and Helps Retain Top Talent
Six Sigma is for Black Belts:
Enjoy Working with PeopleUse Data to Make Better DecisionsSuperb Development Opportunities Outside of the
Comfort Zone